The Bureau develops employment projections for 262
detailed industries and 10 industry divisions that make up the economy. Industry output—the level of goods
and services produced—and productivity of the workforce affect employment growth.
Industries with fast growth in output
also tend to have fast employment growth. However, large increases in productivity—including those that
are due to technology changes or
better methods of production—can result in slow employment growth or, in some cases, declines. Each worker produces
more output, so fewer workers are needed. This is most apparent in industries such as mining, in which employment
historically has declined from one year to the next while output climbs steadily. In service-producing
industries, such as education, productivity grows more slowly because there is
less opportunity for automation and a greater need for face-to-face contact with
Employment in one industry can be affected by changing practices in another. For example, the use of contractors or
independent consultants has resulted in decreased employment in traditional industries, such as construction and janitorial
services, but has caused employment to increase in industries such as business services.
Industries fall into either goods-producing or service-producing divisions. Goods-producing divisions include:
Service-producing divisions include:
Finance, insurance, and real estate
Services, including schools and hospitals
State and local government.
Each division includes several major industry groups, which are in turn made up of detailed industries. For example,
health services is a major group in the services division; within health services are detailed industries such as offices of
physicians, medical laboratories, and private hospitals.
All data included in the following industry charts are for nonfarm wage-and-salary employment only. In contrast,
employment figures in the occupational employment section cover all classes of
workers: wage and salary, self-employed, and unpaid family workers.
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